PurposeAdopting an affective events perspective, this paper proposes and tests a moderated-mediation model linking coaching leadership (CL), positive emotion at work (PEW), proactive personality (PP) and constructive deviance (CD).Design/methodology/approachAltogether, 225 supervisor-subordinate pairs from 45 teams within a large Chinese manufacturing enterprise took part in our study. To keep common method bias to a minimal, two sources of data were used (subordinates and their direct supervisors).Findings(1) CL and employee CD have a positive association; (2) employee PEW mediates the connection between CL and employee CD; (3) the positive association between CL and follower PEW is moderated by employee PP such that PP strengthens the CL-PEW relationship (4) employee PP accentuates the indirect impact of CL on employee CD via employee PEW. Specifically, the indirect link is insignificant when PP is low.Originality/value(1) The results of this study enrich the CD literature; (2) the work puts forward a simple but foundational framework for understanding the CL process; (3) the third contribution arises from examining the influence of employee PP on the relationship between CL and employee CD.

It has long been established in the literature that innovation is imperative for the economic viability and sustainability of organizations, and it is undeniable that employees are a pre‐eminent source of innovation. Research has started to acknowledge employee bootlegging behaviour as an innovation potential. Acknowledging the importance of self‐motivation to this behaviour and given that identity has profound effect on individual motivation to engage and persist in certain behaviours, this study adopts an identity‐based perspective. Accordingly, based on self‐consistency theory, we propose employees with strong self‐identification with their work may feel as important and capable organizational members—organization‐based self‐esteem (OBSE). This may result in them engaging in bootlegging behaviour to realize innovative outcomes appreciated by their organizations so as to keep feeling valuable and significant in the organization. To investigate these relationships, we utilize data of 328 various employees collected at two time periods. The results show that OBSE partially mediates the relationship between self‐identification and employee bootlegging behaviour. And perceived organization support for creativity (POSC) positively moderates the relationship between OBSE and bootlegging. Based on our findings, implications for managers and academics are discussed along with the direction for future research.

Research has acknowledged the value of bootleg innovation behavior (BIB) to organizational innovation. Unfortunately, we know little about the factors that lead to the emergence of this behavior, how and when it occurs. Integrating self-concordance theory and sense-making perspective, we build a moderated mediation model positioning work engagement as a mediator of the organizational identification's effects on BIB, and willingness to take risks as a moderator of such effects. The results based on data analysis of 237 employees from different organizations in China show that organizational identification is positively related to BIB and work engagement partially mediates this link. Moreover, willingness to take risks not only moderates the work engagement–BIB association but also moderates the mediating effect of work engagement between organizational identification and BIB. Notably, at the lowest level of willingness to take risks, the influence of organizational identification on BIB via work engagement is insignificant.

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PurposeThis paper aims to carry out a study on the combined effects of leadership styles and human resource management (HRM) practices on employee performance. Based on configurational theory, this study integrates task-oriented leadership, relations-oriented leadership, change-oriented leadership and human resource hygiene practices (HRHPs) and human resource motivation practices (HRMPs) to detect distinct configurations of leadership styles and HRM practices that may lead to high and not-high employee performance.Design/methodology/approachFuzzy-set qualitative comparative analysis (fsQCA) was adopted to identify the configurations of conditions associated with the outcome, with data obtained from 108 employees and 32 line-managers in China through structured interview and questionnaire survey.FindingsThe results show that there are five sufficient configurations for the presence of high employee performance and three for performance's absence. Relation-oriented leadership, HRMPs and enterprise property are more important conditions to employee performance than others. Furthermore, no single condition constitutes a necessary condition for causing the high or not-high employee performance.Originality/valueCompared to previous studies that mainly focused on linear relationships, this study applies the fsQCA method to explore how matching different leadership styles and HRM practices could bring about high and not-high employee performance, which provides evidence for the three propositions of “multiple conjunctural causation,” “equifinality” and “asymmetry.”